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Cultivating Success: Key Insights into Manager Enablement

Cultivating Success: Key Insights into Manager Enablement

In an era characterised by rapid change and increasing complexity, the traditional role of managers in Australian businesses is undergoing a significant shift. Central to this transformation is Manager Enablement, a critical strategy for preparing leaders to effectively navigate the challenges of today’s workplace. We look at the multifaceted nature of Manager Enablement, emphasising its vital role in cultivating resilient, adaptable, and innovative leaders within Aussie organisations.

Understanding Manager Enablement:

Manager Enablement in the Australian context goes beyond just training and support; it’s a holistic approach that nurtures managers in various aspects. This includes sharpening their leadership skills, developing emotional intelligence, embracing technology, and fostering a culture of continuous learning. It recognises that a manager’s effectiveness directly impacts team productivity, innovation, employee engagement, and, ultimately, the organisation’s success.

The Imperative of Manager Enablement:

Driving Organisational Success: Managers are pivotal in translating organisational strategies into action. Enabled managers effectively communicate vision, drive change, and achieve strategic objectives.

Boosting Employee Engagement and Retention: Skilled managers play a key role in enhancing employee satisfaction and loyalty, crucial in the Australian work culture.

Creating a Culture of Innovation: Enabled managers are essential in fostering an environment where new ideas are embraced, and experimentation is encouraged.

Enhancing Adaptability and Resilience: In today’s fast-paced business environment, managers must be equipped to handle uncertainty and lead their teams through change, a skill highly valued in Australia.

Comprehensive Components of Manager Enablement:

Advanced Training Programmes: Focusing on advanced leadership skills, emotional intelligence, conflict resolution, and strategic decision-making.

Access to Cutting-Edge Tools and Technologies: Providing managers with the latest digital tools and data analytics capabilities to streamline management processes and make informed decisions.

Robust Support and Mentorship Networks: Facilitating platforms for managers to connect, share experiences, and gain insights from senior leaders and peers.

Constructive Feedback and Continuous Improvement Mechanisms: Establishing systems for regular, constructive feedback that encourage self-assessment and continuous professional growth.

Strategies for Implementing Manager Enablement:

Bespoke Development Programmes: Tailoring development programmes to address the unique challenges and requirements of managers across various departments.

Promoting Cross-Departmental Collaboration: Encouraging managers to engage in projects outside their usual scope to broaden their understanding and foster organisational cohesion.

Emphasising Well-being and Work-Life Integration: Recognising the importance of mental health and work-life balance in maintaining high performance and preventing manager burnout, a key concern in Australian workplaces.

Recognition of Managerial Excellence: Implementing systems that not only reward successful outcomes but also recognise effort, innovation, and effective people management.

Manager Enablement is a multifaceted approach that transforms managers into visionary leaders capable of effectively navigating the complexities of the modern business landscape in Australia. It equips these key individuals with the skills, tools, and mindset necessary to lead successful teams, drive organisational growth, and adapt to an ever-evolving environment. As Aussie organisations continue to evolve, the focus on and investment in Manager Enablement will undoubtedly be a defining factor in their long-term success and sustainability.


Artical by: Rob Gallacher – Director

Beyond Bonuses: Understanding Employee Motivation & Drive

In the dynamic landscape of today’s workplaces, understanding the intricacies of employee motivation is critical for Managers.

A concept gaining traction in organisational psychology is ‘motivational crowding‘. This phenomenon occurs when external incentives, like bonuses or penalties, undermine intrinsic motivation, leading to decreased employee performance.

Understanding Motivational Crowding:

Motivational crowding takes root when employees feel that their autonomy or sense of purpose is overshadowed by external rewards or pressures. This can lead to a reduction in their inherent interest in the task at hand. For example, if an employee who loves problem-solving is given a financial incentive to solve problems faster, they might focus more on speed than on enjoying the problem-solving process, leading to reduced job satisfaction and potentially lower-quality work.

The Impact on Employee Performance:

When intrinsic motivation wanes due to motivational crowding, several areas of employee performance can be affected. Creativity, engagement, and even teamwork can suffer. Employees may become more task-focused and less willing to go the extra mile, which can hinder innovation and collaborative efforts within the organisation.

Strategies for Managers:

Balance Intrinsic and Extrinsic Motivation: managers should strive to find a balance between external rewards and supporting employees’ intrinsic motivations. This might mean offering recognition in ways that align with individual employees’ values and interests.

Foster Autonomy and Mastery: Encourage a culture where employees have the autonomy to approach tasks in their own way and provide opportunities for them to master new skills. This approach can rekindle intrinsic motivation and offset the negative aspects of motivational crowding.

Tailor Incentives: Understand that different employees are motivated by different factors. Tailoring incentives and recognitions to individual preferences can help mitigate the effects of motivational crowding.

Transparent Communication: Keeping employees in the loop about why certain incentives are being offered and how they align with broader company goals can help them see these incentives as part of a larger purpose, rather than as undermining their intrinsic motivations.

Feedback and Support: Regular, constructive feedback and a supportive environment can help maintain intrinsic motivation, even in the presence of external incentives.


For managers, understanding and managing motivational crowding is vital in maintaining a highly motivated and high-performing workforce. By balancing extrinsic and intrinsic motivators and fostering a supportive work environment, HR professionals can ensure that their employees remain engaged, motivated, and productive.

Article by: Rob Gallacher

Addressing Psychosocial Hazards in Australian Workplaces

Addressing Psychosocial Hazards in Australian Workplaces: A Comprehensive Approach

In the evolving landscape of today’s workforce, the significance of mental health and emotional well-being in the workplace is more pronounced than ever. Australian organisations face a growing need to address psychosocial hazards that not only affect employee well-being but also influence the broader dynamics of workplace productivity and culture.

Lets delve into the complexities of these hazards, exploring effective strategies and practical solutions to foster a healthier, more resilient work environment.

Understanding Psychosocial Hazards

Psychosocial hazards are aspects of work and the working environment that have the potential to cause psychological or physical harm. In Australia, these often manifest as stress due to high job demands, lack of control and support, workplace bullying, harassment, and occupational violence.

The ramifications of these hazards are profound, affecting not only individual employees but also the broader organisational culture and productivity.

Legal and Ethical Dimensions

In Australia, the Work Health and Safety Act places a legal obligation on employers to ensure the health and safety of their employees, which includes psychological well-being.

This legislation aligns with an ethical mandate for businesses to foster a safe and healthy work environment. Understanding and complying with these legal requirements is not just a matter of regulatory adherence but also reflects a commitment to ethical business practices.

Training and Assessment: Pillars of Psychosocial Risk Management

Training: Effective training programs are instrumental in equipping employees and management with the necessary skills to identify and address psychosocial hazards. These programs should focus on:

  • Raising awareness about the nature and impact of psychosocial risks.
  • Developing skills for effective communication, especially in stressful or conflict-prone situations.
  • Strategies for managing personal stress and supporting colleagues.

Assessment: Regular assessment of the workplace environment helps in identifying specific psychosocial hazards and understanding their impact. This involves:

  • Conducting surveys and interviews to gather feedback from employees.
  • Analysing workplace data to identify patterns related to absenteeism, turnover, and productivity.
  • Engaging with employees to co-create solutions that address identified issues.

Case Study: Transformation in a Melbourne Healthcare Facility

A notable example comes from a Melbourne healthcare facility that faced challenges with staff burnout and interpersonal conflicts.

An in-depth assessment revealed key stressors, including workload imbalances and unclear communication channels. The facility implemented a series of workshops focusing on stress management, effective communication, and teamwork.

Over time, these initiatives led to a noticeable improvement in staff morale and patient care, illustrating the impact of targeted psychosocial interventions.

Broader Strategies for Managing Psychosocial Hazards

Beyond training and assessment, there are other strategies that can be employed:

  • Leadership Training: Training leaders to recognize and respond to psychosocial hazards is crucial. Leaders play a key role in setting the tone for the workplace culture and can be instrumental in driving change.
  • Policy Development: Developing clear policies that address issues like workplace bullying, harassment, and stress management is essential. These policies should be regularly reviewed and updated to reflect current best practices and legal requirements.
  • Employee Assistance Programs (EAPs): Implementing EAPs can provide employees with access to confidential counselling services, supporting their mental health and wellbeing.

HR’s Role in Shaping Workplace Wellbeing

At PeopleStart HR, we believe in a holistic approach to workplace health that includes psychosocial wellbeing. Our role extends beyond providing services; it’s about partnering with organisations to develop and implement comprehensive strategies tailored to their unique environments and challenges.

Working owards a Healthier Workplace Future

As workplaces continue to evolve, addressing psychosocial hazards becomes increasingly important. By fostering a culture of openness, support, and continuous improvement, organisations can not only meet their legal and ethical obligations but also enhance their overall productivity and employee satisfaction.

It is through collective effort and commitment to these principles that we can envision a future of healthier, more resilient workplaces across Australia.


Article by Rob Gallacher

Navigating New Changes to Australian Fixed-Term Contracts in 2023

In 2023, significant changes will be introduced to Australian fixed-term contracts as part of the Fair Work Legislation Amendment (Secure Jobs Better Pay) Act 2022. These changes, effective from 6 December 2023, impose new rules and limitations on the use of fixed-term employment contracts.

Here’s a summary of the key changes:

Duration Limitation:

The new rules restrict the duration of a fixed-term contract, including extensions and renewals, to a maximum of two years​​. This change is significant as it limits the length of time employers can engage employees under fixed-term arrangements.

Renewal Restrictions:

Additionally, these contracts cannot be extended or renewed more than once, preventing employers from perpetually extending fixed-term contracts, which can lead to job insecurity for employees​​.

Scope and Applicability:

These changes apply to all employees except casuals, including contracts where the employee is employed for a specific period, with the contract terminating at the end of that period​​​​.

Legislative Context:

These changes are part of broader efforts under the Secure Jobs, Better Pay Act to amend the Fair Work Act, aiming to provide greater job security and better pay conditions for employees​​.

These changes mark a pivotal shift in the regulation of fixed-term employment in Australia, aiming to curb insecure work practices and enhance job security for workers on fixed-term contracts. Employers need to be mindful of these changes to ensure compliance with the new regulations.

For more detailed information, you can refer to the Fair Work Ombudsman’s website. Additionally, if you’re an employer seeking advice on navigating these changes, PeopleStart HR offers expert guidance to help you adapt to the new regulations and maintain compliance. Their expertise in human resources and employment law can be invaluable in understanding and implementing these changes in your workplace.

Embarking on the Journey to Your Next Executive Role

Securing an executive role is a significant career achievement, often marking the culmination of years of dedication and experience. Whether you are an experienced executive seeking fresh challenges or an aspiring leader ready to take the next step, the path to your next executive position is both exhilarating and filled with uncertainties. In this article, we’ll explore the strategies and steps you can take to successfully navigate this transformative journey and secure your next executive role.

Self-Assessment: Knowing Your Strengths and Aspirations

Before diving into the job search, it’s essential to take a step back and engage in thorough self-assessment. This process will help you gain clarity about your unique skills, strengths, and career aspirations, serving as a solid foundation for your search.

Begin by reflecting on your career path. Analyse your journey, including past roles, accomplishments, and setbacks. By identifying patterns and significant experiences, you can gain insight into how they have contributed to your skills and expertise. What aspects of your current and past roles have brought you the most satisfaction, and what would you like to change in your next executive position?

Next, it’s time to define your goals and values. Consider where you see yourself in the long term and what values matter most to you. Your next executive role should align not only with your career ambitions but also with your core values. This alignment will not only lead to professional success but also job satisfaction and fulfilment.

Conduct a comprehensive evaluation of your skill set. What are your core strengths, and where do you need improvement? Identifying areas that require development allows you to take proactive steps to acquire new skills or certifications that align with your career goals.

Seeking feedback from mentors, peers, and colleagues is a crucial aspect of self-assessment. These individuals can provide valuable insights into your strengths and areas for growth that you may not be fully aware of.

Market Research: Understanding the Landscape

Once you have a clear understanding of your strengths and aspirations, the next step is to research the job market and gain insight into industry trends. This research will enable you to identify opportunities and target companies that align with your goals.

Stay informed about industry trends, challenges, and emerging opportunities. Industries evolve, and staying ahead of the curve will ensure that you are well-prepared to pursue the right opportunities. Keep an eye on the latest developments and innovations in your field.

Delve into company research to identify organisations that match your values and career aspirations. Take the time to understand their culture, mission, financial performance, and executive team. This information will be invaluable as you consider potential employers.

Networking plays a pivotal role in your job search. Leverage your professional network to gather insights about potential opportunities and companies. Attend industry events, conferences, and seminars to expand your network and stay connected with industry leaders.

Crafting a Winning Resume and LinkedIn Profile

Your resume and LinkedIn profile are your professional calling cards, and they should effectively showcase your qualifications and experience to potential employers. Tailoring them to emphasise your executive leadership skills and achievements is essential.

When crafting your resume, ensure it follows a professional format and tone. Highlight your executive experience and quantify your achievements with specific metrics and results. Use keywords relevant to executive roles in your industry to increase your visibility to potential employers.

Your LinkedIn profile is equally crucial. Update it with a professional photo and a comprehensive summary that captures your executive leadership experience, skills, and endorsements. Connect with industry professionals and engage in meaningful discussions to enhance your online presence.

Building a Strong Online Presence

In today’s digital age, a strong online presence goes beyond LinkedIn. Consider creating and maintaining a personal website or blog where you can showcase your expertise and thought leadership in your field. This online platform will set you apart from other candidates and demonstrate your commitment to your profession.

On your personal website or blog, share insights, articles, and case studies related to your industry. Establish yourself as a subject matter expert and provide valuable content that demonstrates your expertise.

Engage actively on professional social media platforms, such as Twitter, and participate in industry-specific forums. Share relevant content and engage in discussions to showcase your knowledge and stay connected with peers and industry leaders.

Networking: The Power of Connections

Networking is a cornerstone of executive job searches. Building and nurturing relationships can lead to valuable introductions and opportunities. Here are some networking strategies to consider:

– Leverage existing connections by reaching out to former colleagues, mentors, and industry contacts for guidance and referrals.

– Join industry-specific organisations and associations to expand your network further. Consider taking on leadership roles or participating in committees to increase your visibility.

– Conduct informational interviews with executives at your target companies to gain insights and build relationships. Focus on learning and building rapport rather than immediate job hunting.

– Attend industry conferences, seminars, and networking events to meet new contacts and expand your circle. These events can provide valuable networking opportunities and keep you informed about industry trends.

Tailoring Your Job Search

A targeted job search strategy is more effective than a scattershot approach. Instead of applying to every executive position you come across, focus on roles that align with your goals and values.

Consider partnering with executive search firms that specialise in your industry. These firms have extensive networks and can provide valuable insights and access to exclusive job opportunities.

Explore industry-specific job boards and websites where executive positions are frequently posted. These platforms often feature roles that may not be found on general job search websites.

Leverage your network for introductions and referrals to decision-makers at your target companies. Personal connections can open doors and give you an advantage in the hiring process.

Craft customised cover letters for each application, highlighting your qualifications and explaining why you are a strong fit for the role and organisation. A well-tailored cover letter can make a significant difference in getting noticed by potential employers.

The Interview Process: Navigating with Confidence

Once you secure interviews, thorough preparation and a confident approach are essential.

Before the interview, research the company’s history, culture, products, and recent news. Understand its mission and values to align your responses with their ethos.

Prepare examples of your past achievements using the STAR (Situation, Task, Action, Result) method. These stories will allow you to demonstrate your leadership and problem-solving skills effectively.

Exude executive presence through your demeanour, communication style, and confidence during the interview. Practice your responses to common executive interview questions to ensure you convey your qualifications effectively.

Prepare thoughtful questions for the interviewer to show your genuine interest in the company and role. Engaging in a meaningful dialogue demonstrates your enthusiasm and commitment.

Negotiating Offers: Know Your Worth

Receiving an executive job offer is a significant accomplishment, but the negotiation process is equally crucial. Make sure you understand your worth and advocate for a compensation package that reflects your qualifications and contributions.

Research industry salary benchmarks and executive compensation packages to gain a clear understanding of the market standards. Consider all aspects of the offer, including bonuses, equity, and benefits.

Thoroughly evaluate the offer, seeking clarification on any unclear terms. Ensure that it aligns with your expectations and priorities. Don’t hesitate to negotiate professionally and emphasise the value you bring to the organisation.

Seek advice from legal advisers or HR professionals, especially for complex executive contracts. They can provide guidance to ensure that the terms of your employment are fair and in your best interest.

Transitioning Successfully: Onboarding and Beyond

After securing your executive role, the journey continues. A smooth transition and long-term success in your new position are vital.

Engage wholeheartedly in the onboarding process to acclimate yourself to the company culture, expectations, and objectives. Establish strong working relationships with your team and colleagues.

Set your course for long-term success as an executive. Continuously seek opportunities for professional growth and development. Your journey as an executive is an ongoing adventure, filled with new challenges and achievements.

In conclusion, the path to your next executive role is a rewarding journey that requires self-reflection, research, networking, and preparation. By following these steps and staying committed to your goals, you can successfully navigate the complexities of executive job searching and secure the position that aligns with your aspirations. Your next executive adventure awaits!

The Workforce Ripple Effect: How Employee Performance Shapes Business Success

Attracting talent to Not for profit organisations

In today’s highly competitive business landscape, a company’s success is intricately tied to the performance of its employees. It’s a simple premise: when employees excel in their roles, organisations thrive. However, this link between individual performance and organisational success isn’t just anecdotal. Research and statistical evidence support this connection. Let’s delve deeper.

The Direct, Measurable Impact of Employee Performance

Profitability: The most direct and tangible metric that indicates the health of an organisation is its profitability. High employee performance often directly correlates with better financial results. Engaged employees, as reported by Gallup, boost profitability by 21%. These employees take fewer sick days, make fewer errors, and are generally more productive.

Customer Satisfaction: In the era of customer-centric businesses, employees serve as the frontline ambassadors for brands. Their performance and attitude can make or break a customer’s loyalty. The link between employee satisfaction and customer satisfaction is robust, with the Harvard Business Review underscoring the importance of this relationship.

Lower Turnover and Recruitment Costs: High turnover isn’t just an HR statistic; it’s a significant drain on resources. Every employee that leaves and needs replacement incurs recruitment, training, and onboarding costs, not to mention the indirect costs like loss of institutional knowledge and potential disruption in team dynamics.

The Cascading Benefits: Beyond the Numbers

Brand and Reputation: Today’s employees don’t just work for a paycheque. They want to be part of something bigger – a mission or a vision. When they believe in the company’s ethos and are engaged in their roles, they become active brand ambassadors. Their endorsement, whether in casual conversations or on social media platforms, can significantly boost an organisation’s reputation.

Innovation: Beyond day-to-day tasks, engaged employees often think about the bigger picture. Their propensity for innovation can lead to ground breaking ideas, process improvements, or even entirely new product lines that can redefine market dynamics.

Collaboration and Synergy: The modern workplace is built on collaboration. High-performing employees often set the bar high, inspiring their peers to match their energy and commitment. This collective upliftment can lead to synergies where the combined team output is greater than the sum of individual contributions.

Factors Influencing Employee Performance

Understanding the triggers and drivers of employee performance can offer organisations a roadmap to optimise this vital resource.

Work Environment: A conducive work environment is foundational. This includes physical factors like ergonomic workspaces, tools, and technologies, as well as intangible factors like a positive organisational culture, respectful interpersonal dynamics, and a sense of safety and inclusion.

Training and Continuous Learning: As industries evolve, the skills required to remain relevant also change. Offering employees avenues for continuous learning and professional development is no longer a perk but a necessity.

Leadership and Management: The role of leadership in influencing employee performance cannot be overstated. Leaders who are accessible, communicative, and lead by example can inspire employees to give their best. Effective management practices, which involve clear communication of expectations, regular feedback, and recognition, are also crucial.

Wellness and Mental Health: Recent years have witnessed a surge in awareness about the importance of mental health. Employee wellness programs, counselling services, and creating a culture where employees feel comfortable discussing their challenges can have profound effects on overall performance.

Flexibility: The traditional 9-to-5 model is increasingly being challenged. Flexibility, in terms of work hours and remote work options, can lead to improved work-life balance and, consequently, better performance.

Strategies to Enhance Employee Performance

While understanding the factors influencing performance is essential, translating this knowledge into actionable strategies is where the real transformation happens.

Personalised Training Programs: Generic training modules might not cater to individual needs. Personalised training, which considers an employee’s current skill set, aspirations, and the organisation’s future needs, can be more effective.

Mentorship and Peer Learning: Encouraging a culture of mentorship can facilitate knowledge transfer and boost confidence. Peer learning sessions, where employees teach and learn from each other, can also be invaluable.

Open Feedback Mechanisms: Feedback shouldn’t just be a once-a-year activity. Establishing open feedback mechanisms, where employees can seek and receive feedback regularly, can lead to continuous improvement.

Investment in Well-being: This goes beyond health insurance. Regular health check-ups, mental health sessions, team-building activities, and even things like providing healthy snacks in the office can make a difference.

Recognising and Rewarding High Performance: Reward mechanisms, both monetary and non-monetary, can serve as significant motivators. Recognition, in particular, can boost morale and motivate employees to maintain or elevate their performance levels.


In the intricate mosaic of factors that drive organisational success, the performance of individual employees stands out as a cornerstone. By understanding, nurturing, and optimising this performance, organisations can not only achieve short-term goals but also lay the foundation for sustainable, long-term success. The future of work is undeniably human-centric, and organisations that recognise and act upon this truth will undoubtedly emerge as leaders in their domains.

Contact PeopleStart to discuss how we can help enhance your employees performance

The Power of Transformative Leadership: Driving Organisational Success

In the ever-evolving landscape of business and organisations, leadership plays a pivotal role in shaping the direction, culture, and success of a company.

One style of leadership that has gained significant recognition and admiration is transformative leadership. Transformative leadership is more than just a management approach; it’s a mindset, a philosophy, and a catalyst for organisational growth and achievement.

In this blog, we will delve into the importance of transformative leadership and explore how it drives organisational success.

Understanding Transformative Leadership

At its core, transformative leadership goes beyond the traditional top-down approach. It’s about inspiring and empowering employees to achieve their full potential while fostering a culture of innovation and continuous improvement. Transformative leaders possess a unique ability to envision a better future and rally their teams around a shared purpose. This leadership style is characterised by its emphasis on change, adaptability, and a deep commitment to personal and collective growth.

Management is about persuading people to do things they do not want to do, while leadership is about inspiring people to do things they never thought they could

– Steve Jobs

Empowering Through Vision

One of the central pillars of transformative leadership is the creation and communication of a compelling vision. Transformative leaders paint a vivid picture of the organisation’s future that resonates with employees on both an emotional and intellectual level. This vision acts as a guiding light, providing clarity and direction during times of uncertainty. When employees see the larger purpose and how their individual contributions contribute to the bigger picture, they become more engaged, motivated, and aligned with the organisation’s goals.

Building Trust and Transparency

Trust is the cornerstone of any successful organisation. Transformative leaders prioritise building and nurturing trust among their teams and stakeholders. They foster an environment of open communication, where honest feedback is encouraged, and transparency is valued. By demonstrating integrity and authenticity, transformative leaders create a safe space for collaboration, risk-taking, and experimentation. This level of trust allows for quicker decision-making, smoother conflict resolution, and a more resilient organisational culture.

Fostering a Culture of Innovation

In today’s rapidly changing business landscape, innovation is no longer a luxury but a necessity. Transformative leaders recognise this and actively cultivate a culture of innovation within their organisations. They encourage creative thinking, reward calculated risks, and provide the necessary resources for experimentation. This approach not only leads to the development of ground-breaking products and services but also keeps the organisation ahead of the competition. Employees are empowered to challenge the status quo and explore new avenues for growth, leading to a continuous cycle of improvement and adaptation.

Embracing Change as an Opportunity

Change is inevitable, and organisations that resist or fear change risk becoming obsolete. Transformative leaders, however, view change as an opportunity rather than a threat. They understand that change is a constant, and they prepare their teams to navigate through it with resilience and agility. By fostering a growth mindset and equipping employees with the skills to embrace change, transformative leaders create a workforce that is better equipped to handle disruptions and capitalize on emerging trends.

Investing in Personal Development

A key aspect of transformative leadership is the emphasis on personal development and growth. Transformative leaders are committed to not only the success of the organisation but also the growth of each individual within the team. They provide mentorship, coaching, and training opportunities that help employees expand their skills and capabilities. This investment in personal development not only enhances employee satisfaction and loyalty but also results in a more skilled and adaptable workforce that contributes to the organisation’s overall success.

Driving Employee Engagement and Satisfaction

Employee engagement is a critical factor in organisational success. Transformative leaders create an environment where employees feel valued, empowered, and motivated to give their best effort. By involving employees in decision-making processes, recognising their contributions, and providing opportunities for professional advancement, transformative leaders foster a sense of ownership and pride. This, in turn, leads to higher levels of job satisfaction, reduced turnover, and a more positive workplace culture.

Measuring Success Beyond the Bottom Line

While financial performance is undoubtedly important, transformative leaders understand that organisational success extends beyond the bottom line. They embrace a broader definition of success that encompasses social responsibility, ethical business practices, and positive societal impact. By aligning the organization’s values with its actions, transformative leaders contribute to a stronger reputation, increased stakeholder trust, and long-term sustainability.

In today’s dynamic and competitive business environment, transformative leadership stands out as a driving force behind organisational success. By empowering employees, fostering innovation, embracing change, and prioritising personal development, transformative leaders create a culture of excellence that fuels growth and achievement. As organisations continue to navigate complex challenges and opportunities, the importance of transformative leadership cannot be overstated. By adopting this leadership approach, companies can unlock their full potential and position themselves as pioneers in their respective industries.


Minimum Wages to increase by 5.75%

Award minimum wages to increase by 5.75%, national minimum wage to increase by 8.6% July 1st.

The Fair Work Commission has recently announced upcoming increases to come into effect this year. PeopleStart has provided an overview of the recent changes.

National Minimum Wage increase

The National Minimum Wage will be increased to $882.80 per week or $23.23 per hour, 8.6%. The National Minimum Wage applies to employees who aren’t covered by an award or registered agreement.

Award minimum wage increase

The Fair Work Commission has also announced that minimum award wages will increase by 5.75%. The Award minimum wage increase will come into effect from the first full pay period starting on or after 1 July 2023.

National and Award Minimum Wage increases will come into effect from the first full pay period starting on or after 1 July 2023.


From 1 July 2023 the superannuation guarantee rate will increase from 10.5% to 11%.

Aged Care Sector

From 30 June 2023 the minimum wage for some employees working in aged care will increase by 15%.

This increase applies to eligible employees covered by the:

  • Aged Care Award: personal care workers (PCWs) and recreation/lifestyle activities officers
  • Social, Community, Home Care and Disability Services Industry (SCHADS) Award: home care workers working in aged care.
  • Nurses Award: nursing assistants, enrolled nurses, registered nurses, nurse practitioners working in aged care

The 15% increase doesn’t include other employees in the aged care sector. This includes:

  • support and administrative employees
  • chefs and cooks covered by the Aged Care Award who aren’t the most senior food services employee at a particular aged care facility or site.


If you have any questions about how this may affect your business, and how to implement these changes, please don’t hesitate to reach out.

From Zero to Hero: 6 Tips to Reignite Your Work Motivation

Do you find yourself staring at your computer screen for hours on end, unable to summon the motivation to do any real work? Do you feel like you’re stuck in a rut, with no energy or enthusiasm for your job? If so, you’re not alone. Many of us struggle with motivation at work, especially when we’ve been doing the same thing day in and day out for years

Start with the basics

Before we dive into the more specific tips, let’s start with the basics. Are you getting enough sleep? Are you eating well? Are you taking breaks throughout the day? These may seem like obvious things, but they’re often the first things we neglect when we’re feeling unmotivated.

So, make sure you’re getting at least 7-8 hours of sleep per night. Eat a balanced diet that includes plenty of fruits and vegetables. And take breaks throughout the day to stretch, go for a walk, or chat with a colleague. These basic self-care practices can go a long way in boosting your motivation.

Set achievable goals

One of the biggest killers of motivation is feeling overwhelmed. When you have a mountain of tasks to tackle, it can be hard to know where to start. That’s why it’s important to break your work down into achievable goals.

Start by setting a goal for the day. What do you want to accomplish by the end of the workday? Then break that down into smaller tasks that you can tackle one by one. As you complete each task, you’ll feel a sense of accomplishment that can help keep you motivated.

Mix it up

Doing the same thing day in and day out can be incredibly dull. If you’re feeling unmotivated, try mixing things up a bit. Maybe you can work from a different location for a day, or switch up your routine in some way.

For example, if you normally start your day by checking email, try starting with a different task instead. Or, if you always take lunch at your desk, try taking a walk outside instead. These small changes can help break up the monotony of your workday and keep you engaged.

Celebrate small victories

When you’re feeling unmotivated, it can be easy to focus on all the things you haven’t accomplished. But instead of dwelling on what you haven’t done, focus on what you have done. Celebrate small victories along the way.

Maybe you finished a report ahead of schedule, or you had a productive meeting with a colleague. Whatever it is, take a moment to acknowledge your accomplishment and feel good about it. This positive reinforcement can help keep you motivated.

Find meaning in your work

It’s much easier to stay motivated when you feel like your work has meaning. Take some time to think about why your work matters. What impact does it have on your company or your clients?

If you’re struggling to find meaning in your work, try talking to your colleagues or your boss. They may be able to provide some insight or perspective that can help you see the bigger picture.

Reward yourself

Finally, don’t forget to reward yourself. When you accomplish a goal or finish a project, take some time to celebrate. Maybe you can treat yourself to a nice lunch, or take an afternoon off.

These rewards don’t have to be extravagant, but they should be something that makes you feel good. By rewarding yourself for your hard work, you’ll be more motivated to keep pushing forward.

So, there you have it, folks. Six tips to help you get your work motivation back on track. But let’s be real, motivation at work can be a fickle beast. One day you’re flying high, checking off tasks left and right, and the next day you’re struggling to find the motivation to even put on pants.

So, take these tips with a grain of salt, and remember that sometimes you just need to embrace your inner slacker and binge-watch Netflix for a day (or two). But when you’re ready to get back to work, keep these tips in mind and you’ll be well on your way to becoming a motivated, productive superstar (or at least a slightly less unmotivated, mildly productive person). Good luck out there, and may the work motivation gods be ever in your favour!


Avoid These Common Mistakes in Employment Contracts

We take a look at the top mistakes that Australian employers make in their employment contracts and how to avoid them.

Employment contracts are an essential part of any business relationship between employers and employees.  However, employers in Australia often make mistakes when drafting employment contracts, which can lead to legal issues in the future.

By following these tips, we help employers avoid common mistakes and ensure that their employment contracts are legally sound, compliant with the law, and protect their business interests.

Failing to Include a Probationary Period

A probationary period is an important aspect of any employment contract. It allows employers to assess the employee’s performance and suitability for the job, without being bound to the employee permanently. Failing to include a probationary period in the employment contract can leave the employer with limited options if the employee is not performing well. By including a probationary period, employers can terminate the employment relationship without having to provide a reason, provided it is not for discriminatory reasons.

Ignoring Minimum Employment Standards

Employers must comply with the minimum employment standards set out by Australian law and the National Employment Standards (NES). These standards include entitlements such as minimum wages, maximum hours of work, and leave entitlements. Employers who fail to include these minimum standards in their employment contracts may find themselves in violation of the law, resulting in potential legal action and penalties.

Failing to Include Termination Clauses

Employment contracts should include provisions for how the employer and employee can terminate the contract. This can include notice periods, grounds for termination, and procedures to be followed. Failing to include these provisions can lead to disputes between employers and employees, potentially resulting in legal action.

Using Vague or Ambiguous Language

Employment contracts should use clear and unambiguous language to avoid misunderstandings or disputes. Vague or ambiguous language can be interpreted in different ways by different parties, leading to confusion and disagreements. It is essential to use precise language when setting out the terms and conditions of employment.

Not Updating Contracts Regularly

Employment law in Australia is constantly evolving, and employers need to keep their contracts up to date to reflect changes in legislation. Employers who fail to update their contracts regularly may find themselves in violation of the law or with outdated provisions that are no longer enforceable.

Failing to Protect Confidential Information

Employers have a duty to protect their confidential information, including trade secrets and customer information. Employment contracts should include provisions to protect this information, such as non-disclosure and non-compete clauses. Failing to include these provisions can leave the employer vulnerable to breaches of confidentiality.

Failing to Include Restraint of Trade Provisions

Restraint of trade provisions restrict employees from working in competing businesses for a certain period after leaving their current employment. Employers should include restraint of trade provisions in their employment contracts to protect their business interests.

Failing to Include Intellectual Property Provisions

Intellectual property provisions ensure that the employer owns all intellectual property developed by the employee during their employment. Employers should include these provisions in their employment contracts to protect their business interests.

Failing to Include Notice of Termination Provisions

Notice of termination provisions require either party to give notice before terminating the employment contract. Employers should include these provisions to provide certainty to both parties.

Failing to Seek Legal Advice

Employment law in Australia is complex, and employers should seek legal advice when drafting employment contracts to ensure that they comply with current legislation and protect their business interests. Employers who fail to seek legal advice may find themselves facing legal action due to mistakes in their employment contracts.


Employment contracts are essential for the employment relationship, and it is vital that Australian employers avoid these employment contract mistakes that can result in legal issues and financial losses for employers.

By including provisions such as a probationary period, minimum employment standards, termination clauses, clear language, regular updates, protection of confidential information, restraint of trade provisions, intellectual property provisions, notice of termination provisions, and seeking legal advice, employers can ensure that their employment contracts are legally sound, compliant with the law, and protect their business interests.

Employers who take the time to carefully draft their employment contracts will have more productive and mutually beneficial relationships with their employees, leading to a stronger and more successful business.


PeopleStart HR is a team of experts in employment law who can assist Australian employers in developing compliant and comprehensive employment contracts. With extensive knowledge of the latest legislation, they can ensure that employment contracts cover all essential aspects of the employment relationship, including probationary periods, minimum employment standards, termination clauses, clear language, regular updates, protection of confidential information, restraint of trade provisions, intellectual property provisions, and notice of termination provisions.

By engaging the services of PeopleStart HR, employers can have peace of mind, knowing that their employment contracts are legally sound and designed to maximise productivity and profitability.

HR Outsourcing: A Powerful Strategy for Business Success

As businesses continue to evolve, one of the major challenges that many organisations face is managing their workforce efficiently. Human resources management is a critical component of any successful organisation. However, it can also be a time-consuming and complex process that requires specialised skills and expertise. This is where HR outsourcing comes in.

HR outsourcing is the process of delegating HR tasks and responsibilities to an external service provider. This arrangement can cover a wide range of HR functions, such as recruitment, payroll processing, compliance, and employee relations. We explore the benefits of HR outsourcing and why it has become such a popular strategy for businesses of all sizes.

Cost Savings of HR Outsourcing

One of the most significant advantages of HR outsourcing is cost savings. By outsourcing HR functions, businesses can reduce their operational costs by eliminating the need to hire and train a dedicated HR team. Essentially you are only paying for when you need support.

Improved Efficiency

HR outsourcing can also help businesses improve their efficiency by streamlining HR processes and reducing the administrative burden on internal staff. This allows businesses to focus on their core competencies, while leaving HR tasks to experts who can complete them more efficiently and effectively. According to a study, small business owners and managers spend the equivalent of 1 day managing people related issues.

Access to Expertise

HR outsourcing providers are typically staffed with experienced HR professionals who have a deep understanding of HR best practices, compliance requirements, and industry trends. By outsourcing HR functions, businesses can tap into this expertise without having to invest in the ongoing training and development of an internal HR team.

Risk Mitigation

HR outsourcing can also help businesses mitigate risks related to compliance, legal issues, and employee relations. Outsourcing providers are typically up-to-date with the latest regulations and laws related to employment, and can help businesses stay compliant with local, state, and federal requirements. Additionally, outsourcing can reduce the risk of lawsuits and other legal issues by ensuring that HR processes are fair and consistent.

PeopleStart HR Director – Dayna Edwards


Finally, HR outsourcing can help businesses scale their operations more efficiently by providing flexible HR solutions that can adapt to changing business needs. Whether a business is expanding rapidly or downsizing, outsourcing providers can adjust their services to meet the needs of the business and ensure that HR functions are aligned with the overall business strategy.

HR outsourcing can be a powerful strategy for businesses looking to improve their HR operations and streamline their workforce management processes. By leveraging the expertise of expert HR consultants, businesses can reduce costs, improve efficiency, mitigate risks, and scale their operations more effectively.

Considering Outsourcing your HR?

If you are considering outsourcing your HR functions, PeopleStart HR consultants can provide the expertise and support you need to make a smooth transition. Our team of experienced HR professionals can help you identify which HR functions to outsource, select the right outsourcing provider, and develop a comprehensive HR strategy that aligns with your business goals. With our help, you can enjoy the benefits of HR outsourcing while ensuring that your HR functions are being handled by experts who understand your business and your unique HR needs. Contact us today to learn more about our HR consulting services and how we can help your business thrive.


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Our professional consultants have extensive industry experience and available to chat anytime. Reach out and we’ll happily answer your questions.


The Struggle is Real: Attract & Retain Talent to your NFP

Attracting talent to Not for profit organisations

Attracting and retaining talent is a challenge for any organisation, but for non-profit organisations, it can be especially difficult. After all, non-profits are not always able to offer the same salary and benefits packages as for-profit companies. However, there are ways that non-profits can still compete in the talent market and build a strong team of dedicated employees. One key to success is developing a strong employer value proposition.

So, what exactly is an employer value proposition? Essentially, it is the unique set of benefits and rewards that an employer offers to employees in exchange for their skills, experience, and dedication. For non-profits, this can include a sense of mission and purpose, a flexible work schedule, opportunities for professional development, and the chance to make a real difference in the world.

“A strong employer value proposition is critical for any organisation, but it’s especially important for non-profits.

When you can’t offer the same financial rewards as for-profit companies, you need to find other ways to attract and retain top talent. That’s where your employer value proposition comes in.”

Rob Gallacher – Director, PeopleStart HR

Of course, it’s not enough to simply have a strong employer value proposition – you also need to communicate it effectively to potential employees. This means not only highlighting the benefits of working for your organisation, but also showcasing your unique culture and values. One way to do this is through your company’s social media channels or website.

Another important factor in attracting and retaining talent is creating a positive work environment. This can include things like offering flexible hours, providing opportunities for growth and development, and recognising employees for their hard work and contributions. It’s also important to foster a sense of community among employees and create a culture of collaboration and teamwork.

The cost of losing talented employees can be significant for any organisation, but for non-profits, it can be particularly devastating. Not only do you lose the skills and experience of that employee, but you also lose the passion and dedication they brought to their work. Plus, the cost of recruiting and training a new employee can be substantial.

So, if you’re a non-profit organisation looking to build a strong team of talented employees, remember the importance of developing a strong employer value proposition, communicating it effectively, and creating a positive work environment. As Rob Gallacher notes, “When it comes to attracting and retaining talent, non-profits may face some unique challenges. But with the right approach, you can still build a team of dedicated employees who are passionate about your mission and committed to your success.”

Attracting and retaining talent for non-profit organisations is challenging, but not impossible. By developing a strong employer value proposition, creating a positive work environment, and recognising the value of your employees, you can build a team of talented individuals who are dedicated to your organisation’s mission.

As the saying goes, “The strength of the team is each individual member. The strength of each member is the team.”

If you’d like assistance with your Talent Acquisition strategy or to find our about our Recruitment Services please contact us, we’d love to help!


PeopleStart Human Resources is a leading provider of outsourced HR support and recruitment services for not-for-profit organizations across Australia. With a team of experienced HR professionals, PeopleStart HR is dedicated to delivering tailored solutions that help organizations optimize their human capital and achieve their goals.

From recruitment and onboarding to performance management and compliance, PeopleStart HR provides comprehensive support to ensure that organizations can focus on their core mission.

Whether you’re a small nonprofit or a large organisation, PeopleStart HR has the expertise and resources to help you succeed. Contact us today to learn more about our services and how we can support your organisation’s HR needs.

The Toll of Change: Understanding Employee Fatigue During Organisational Change

Organisational change is a necessary part of growth and evolution, but it can also be a challenging time for employees.

The process of change can cause fatigue, leading to a range of negative effects on employee wellbeing and company performance. Managing employee fatigue during organisational change is crucial for creating a positive workplace culture and ensuring that employees are equipped to handle changes effectively.

The Harvard Business Review reports that during times of organisational change, productivity can decline by as much as 50%. This is due to employees feeling overwhelmed and uncertain about the changes taking place.

Employee fatigue from organisational change can manifest in various ways, including physical exhaustion, emotional distress, and decreased productivity. Employees who feel overwhelmed and stressed may struggle to cope with new roles, procedures, and processes. This can lead to anxiety and depression, absenteeism, and poor job performance.

According to Rob Gallacher, Director of PeopleStart Human Resources, “Organisational change can be a challenging time for employees. Communication and support are key to managing fatigue and maintaining employee wellbeing during times of change.

Employers can take several steps to mitigate the effects of employee fatigue during organisational change. Effective communication is crucial, and employers should keep employees informed about the reasons for the change, the expected outcomes, and any changes in roles or responsibilities. Providing opportunities for employees to provide feedback and ask questions can also help to reduce uncertainty and stress.

Employers can also provide resources to help employees manage stress and anxiety during times of change. This can include access to mental health services, employee assistance programs, and wellness programs. Providing these resources can help employees feel supported and valued during times of change, and reduce the negative effects of fatigue on their wellbeing.

Flexible work arrangements can also be beneficial for managing employee fatigue during Organisational change. Offering employees the ability to work from home or to adjust their work hours can help them manage their workload and cope with the stress of change.

Managing employee fatigue during organisational change is essential for creating a positive workplace culture and ensuring that employees are equipped to handle changes effectively. Employers can take several steps to mitigate the effects of fatigue, including effective communication, resources for managing stress and anxiety, and flexible work arrangements. By prioritising employee wellbeing, employers can help their employees thrive and achieve success through periods of change and uncertainty.

Traits that make first time CEO’s successful

Hiring a CEO is one of the most important decisions a company can make, as the CEO plays a critical role in shaping the direction, culture, and success of the organisation. However, when it comes to hiring a first-time CEO, the stakes are even higher, as the individual may lack the experience and track record that established CEOs possess. As a result, it’s important to look for certain key traits that can help ensure success in this critical role.


One of the most important traits to look for in a first-time CEO is vision. The CEO sets the overall direction and strategy of the organization, so it’s essential that they have a clear and compelling vision for where they want the company to go. This includes a deep understanding of the company’s strengths and weaknesses, as well as the industry landscape and emerging trends that may impact the organization’s future. A visionary CEO can inspire employees, rally stakeholders, and drive the company forward, even in the face of uncertainty and adversity.


In addition to vision, a first-time CEO must possess strong leadership skills. This means the ability to communicate effectively, build relationships, and motivate and empower others. It also involves being able to make tough decisions and take calculated risks, while maintaining a strong ethical compass. A CEO who can lead by example, set a positive tone, and build a culture of trust and collaboration can help foster a more engaged and productive workforce.


The business world is constantly changing, and a first-time CEO must be able to adapt to shifting market conditions, evolving customer needs, and emerging technologies. This means being open to new ideas and approaches, and having the agility and resilience to pivot quickly when necessary. A CEO who is too rigid or resistant to change may struggle to keep pace with the competition, and could put the company at risk.

Strategic thinking

A successful CEO must be able to think strategically, and to balance short-term priorities with long-term goals. This involves understanding the company’s financials, identifying growth opportunities, and developing a roadmap to achieve those objectives. A CEO who can anticipate potential roadblocks and pivot as necessary can help the organisation stay on track and achieve sustained success.

Financial acumen

As the head of the organisation, the CEO must have a deep understanding of the company’s financials, including revenue streams, profitability, and cash flow. This means being able to analyse financial data and make informed decisions about investments, cost-cutting measures, and other financial matters. A CEO who lacks financial acumen may struggle to keep the company profitable, and could put the organisation at risk of insolvency.

Industry expertise

While industry expertise isn’t always a requirement for a first-time CEO, it can be a valuable asset. A CEO who has worked in the industry for several years can bring valuable insights and relationships that can help the organisation succeed. They may also have a better understanding of the challenges and opportunities facing the company, and be better equipped to develop a strategy that addresses those issues.

Emotional intelligence

Emotional intelligence, or the ability to understand and manage one’s own emotions and the emotions of others, is becoming increasingly important in the business world. A CEO who possesses emotional intelligence can build strong relationships with employees, customers, and other stakeholders, and create a positive and supportive work environment. They can also more effectively navigate conflicts and make decisions that benefit the organisation as a whole.


While confidence and assertiveness are important qualities for a CEO, humility is also critical. A CEO who is humble can admit mistakes, seek feedback, and learn from others. They can also build a culture of transparency and honesty, which can help prevent problems from festering and ultimately hurting the organisation.


For assistance with an executive appointment, please contact our Executive Search Consultants today

New Managers: Managing the team you were just promoted from

How to manage a team you were just promoted from

When you are promoted to a position of leadership within your company, one of the greatest challenges you may face is managing a team that you were once a part of. This type of transition can be tricky, as it requires you to navigate relationships that were previously more equal and find a way to establish your authority without alienating your team members.

We explore some of the challenges you may face when managing a team you were just promoted from, and provide some tips to help you navigate this transition successfully.

Establishing Your Authority

The first challenge you may face when managing a team you were just promoted from is establishing your authority. Your team members may be used to seeing you as a peer or equal, and may struggle to accept you as their manager.

To establish your authority, it is important to be clear and direct about your expectations and goals. Communicate openly with your team members, and make it clear that you are in charge. This can be a difficult conversation to have, but it is essential if you want to be an effective leader.

Dealing with Resentment

Another challenge you may face is dealing with resentment from team members who may feel passed over for the promotion or who may feel that they would have been a better choice for the role.

To address this issue, it is important to be transparent about the selection process and why you were chosen for the role. Emphasize your qualifications and your commitment to the team, and make it clear that you are there to support them and help them succeed.

It is also important to be fair and consistent in your decision-making, and to avoid playing favorites. If you show that you are impartial and that you value the contributions of each team member, you can help to alleviate resentment and build trust with your team.

Changing the Dynamic

As a former team member, you likely had a certain dynamic with your colleagues that will need to change now that you are in a leadership position. It is important to be aware of this dynamic and to work to shift it in a way that is positive for both you and your team.

One way to do this is to establish clear boundaries between your personal and professional relationships with team members. While it is important to maintain a friendly and approachable demeanor, you also need to be able to make difficult decisions and enforce company policies, which may not always be popular.

Maintaining Objectivity

One of the greatest challenges you may face when managing a team you were just promoted from is maintaining objectivity. You may have personal relationships with some team members that can make it difficult to make unbiased decisions.

To overcome this challenge, it is important to be clear about your role as a leader and to separate your personal feelings from your professional obligations. You may need to make difficult decisions that affect your colleagues, but it is important to be fair and consistent in your decision-making.

It is also helpful to establish a system for feedback and evaluation that is based on objective criteria. By using metrics and data to measure performance, you can make decisions that are based on facts rather than personal opinions.

Building Trust

Finally, building trust with your team members is essential if you want to be an effective leader. Your team members may be skeptical of your ability to manage them, so it is important to be transparent about your goals and to follow through on your commitments.

One way to build trust is to be open and honest with your team members. Encourage them to share their concerns and feedback, and take their input into account when making decisions.

Another way to build trust is to lead by example. Set a positive tone for your team by demonstrating your commitment to your work and your willingness to help others succeed.


Managing a team you were just promoted from can be a challenging experience that requires a delicate touch. By building respect and authority, maintaining relationships, open and direct communication, you can effectively manage your team and create a more positive and productive work environment.

PeopleStart provide a number of workshops, training and advice to assist managers, supervisors and organisations in leadership transition and success. 

Rob Gallacher – Director
PeopleStart Human Resources

Compliant Employment Contracts Australia

Ensure your employment contracts are sufficient to protect your business

Employment contracts are a critical part of any business as they outline the terms and conditions of the employment relationship between an employer and an employee.

A robust and compliant employment contract protects the interests of both parties and can help prevent disputes, lawsuits, regulatory and compliance issues.

We look a some simple steps to ensure your employment contracts provide the best protection for your organisations

Include Key Clauses in Your Contracts:

Your employment contracts should contain specific clauses that help protect your business and employees. These clauses may include terms such as confidentiality agreements, non-compete clauses, intellectual property clauses, and termination clauses. Including these clauses in your employment contracts can help protect your business interests, prevent breaches of confidentiality and prevent disputes.

Ensure Your Contracts are Clear and Specific:

Your employment contracts should be clear and specific to avoid ambiguity and misunderstandings. Clear and specific employment contracts can help prevent disagreements and disputes between employers and employees. Ensure that your employment contracts specify the employee’s job duties, working hours, compensation, benefits, and termination procedures.

Review Your Contracts Regularly:

Employment laws and regulations are continually changing. It is crucial to review and update your employment contracts regularly to ensure that they comply with current laws and regulations. Reviewing your employment contracts annually can help you identify any potential compliance issues and update your contracts accordingly.

Train managers to know and understand your employment Contracts:

Your management staff should be familiar with basic employment laws and regulations and how to comply with them. Training your management can help ensure that they are aware of legal requirements and that your employment contracts comply with them, along with answering questions employees may have.

Implement a Contract Management System:

A contract management system can help streamline your employment contract  template creation, review, and signing process. This system can help ensure that your employment contracts are consistent, legally compliant, and up-to-date. A contract management system can also help reduce the risk of losing important contracts or having outdated contracts in circulation.

Obtain Signed Contracts from Employees:

It is essential to have signed contracts from all employees to ensure that they have read, understood, and agreed to the terms and conditions of their employment. Obtaining signed contracts can also help protect your business interests in the event of a dispute or regulatory investigation.

Obtain expert advice:

One of the best ways to ensure your employment contracts are robust and compliant is to consult with employment law experts. Employment laws and regulations can be complex and vary by state and industry. Consulting with experts who specialise in employment law can help you understand and comply with legal requirements.


If you’d like help or advice in regards to your organisations employment contracts please reach out PeopleStart and our expert consultants will be more than pleased to assist.


Rob Gallacher -Director
PeopleStart Human Resources

Building High Performing Teams

Simple steps for Not For Profit Leaders to help Build High Performing Teams

The success of any organisation depends heavily on the performance of its teams. For not for profit organisations and NGOs, building and developing high performing teams is crucial to achieving their mission and goals.

High performing teams are those that consistently deliver excellent results and are highly productive, motivated, and committed. They work together towards a common goal, share a vision, and are supportive of each other.

We will explore the strategies that not for profit organisations and NGOs can use to build and develop high performing teams.

Create a clear vision and mission statement

The first step in building and developing high performing teams is to create a clear and compelling vision and mission statement. This statement should define the purpose of the organisation and the values that guide its activities. It should be communicated clearly and consistently to all members of the team, so that everyone understands the direction in which the organisation is moving. When team members share a common vision, they are more likely to work together towards a common goal.

Recruit the right people

Recruiting the right people is critical to building a high performing team. Not for profit organisations and NGOs should look for individuals who are passionate about the organisation’s mission, have the necessary skills and experience, and share the organisation’s values. It is essential to have a recruitment process that is fair, transparent, and unbiased. Organisations should also prioritise diversity and inclusion when recruiting, as it leads to a more creative and innovative team.

Foster open communication

Open communication is vital in building and developing high performing teams. Members should be encouraged to share their ideas, thoughts, and concerns. Regular team meetings should be held to discuss progress, obstacles, and strategies for moving forward. Organisations should also ensure that they have effective communication channels, such as email, messaging apps, and video conferencing tools, to facilitate easy communication.

Set clear goals and expectations

Setting clear goals and expectations is essential for team performance. Goals should be specific, measurable, achievable, relevant, and time-bound. Team members should be aware of what is expected of them and what they are working towards. They should also be held accountable for their actions and outcomes. Clear goals and expectations help to keep team members focused and motivated.

Develop team building activities

Team building activities help to strengthen the relationships between team members, increase trust and collaboration, and improve overall team performance. Not for profit organisations and NGOs should develop team building activities that are engaging, fun, and challenging. These activities can be both on-site and off-site and can include activities such as team building games, group outings, and retreats.

Provide training and development opportunities

Providing training and development opportunities is crucial for building and developing high performing teams. Not for profit organisations and NGOs should invest in their team members’ professional development, offering opportunities for training, workshops, and mentorship. This will not only improve their skills and knowledge but also increase their motivation and job satisfaction.

Foster a positive work environment

Creating a positive work environment is essential for building and developing high performing teams. This includes having a safe and comfortable physical workspace, offering competitive compensation and benefits, and promoting a healthy work-life balance. Not for profit organisations and NGOs should also prioritise the well-being of their team members, providing resources for mental and physical health.

Recognize and reward performance

Recognizing and rewarding performance is essential for maintaining team motivation and morale. Not for profit organisations and NGOs should have a system in place for recognizing and rewarding exceptional performance. This can include bonuses, promotions, and public recognition. Celebrating team members’ successes also helps to foster a sense of pride and belonging within the team.

Building and developing high performing teams is a continuous process that requires ongoing effort and commitment. If you’d like advice or support in developing your team to increase productivity, accountability and performance reach out to our team!


Rob Gallacher – Director
PeopleStart Human Resources

New Changes to Protected Attributes in the Fair Work Act

In the early stages of December last year, there were three new protected attributes brought into legislation within the Fair Work Act. These new acts have a lot to do with sexual identity discrimination. Employees will now have more power for legal recourse when they’ve been discriminated against for the following reasons:

  • Gender identity
  • Intersex status
  • Breastfeeding in the workplace

There is one reform that seems to have gotten lost in the rush of action after the Secure Jobs, Better Pay Bill came to fruition.

Gender identity refers to a person’s gender-related identity, behaviors, or appearance; regardless of the gender they were born with. Indirect forms of discrimination based on gender identity include HR refusing to update internal communications with the person’s preferred pronouns as well as overt forms include exclusion and harassment.

Intersex status discrimination includes personnel who receive less favorable treatment because of physical, genetic, or hormonal characteristics that indicate they’re not exclusively female or male, are a mix of both genders and/or are neither female nor male. Choosing not to recruit or promote someone after knowing of their intersex status or acting in a bullying or discriminatory manner are examples of discrimination.

Breastfeeding refers to the process of expressing milk to one’s infant. In this situation, discrimination could take the form of remarks about persons who are seen nursing at work throughout the course of the breastfeeding period.

Employees have the right to ask the Fair Work Ombudsman (FWO) for assistance if they feel they have been subjected to unlawful discrimination. There will most likely be an enquiry to see whether the employee’s complaint constitutes illegal activity, in which case employers will be faced with legal action for violating the FW Act.

Before these FW Act changes, employees who were exposed to discrimination because of their gender identity, intersex status, or breastfeeding could only file a complaint with the Australian Human Rights Commission (AHRC).

These three elements will now be added to the list of protected attributes covered by the FW Act, which also includes sex, race, age, disability, and religious views.


Date: 09/02/2023

By Cassius King

Recruitment and HR Advisor

PeopleStart WA Oak Day

PeopleStart are delighted to be partnering with our friends at Perth Racing again this year, as major sponsor for the upcoming PeopleStart WA Oaks Day, on 25 March 2023.

WA Oaks Day is a highlight of the carnival and traditionally known as ladies day, with a full day of fun and fashion watching some fantastic racing on the track at Ascot.

We will be hosting our exclusive client event where we say thank you to all those special people who have been part of the PeopleStart journey.

Thank you to Tania Graves and Alyssa Williamson who do such a wonderful job at Perth Racing, and to the entire Perth Racing team who truly put on incredible events throughout the year, and of course all the staff member on the ground at Ascot and Belmont are a credit to Perth Racing.

For event details please click the link  PEOPLESTART WA OAKS DAY

Changes to employee Domestic Violence Leave (Australia): Paid Leave

Changes to employee Domestic Violence Leave (Australia): Paid Leave

In mid-2022 the Fair Work Commission made a landmark decision to introduce paid domestic violence leave to Australian employees under the National Employment Standards.

The Fair Work Commission said domestic and family violence is a “gendered phenomenon” which has worsened throughout the pandemic and the inclusion of paid leave to employee minimum entitlements will have a tremendous positive impact to affected employees and businesses; with with one in six women, and one in sixteen men in Australia experiencing violence by an intimate partner at some stage of their life, and domestic and family violence costing Australian employers $2 billion annually.

What is domestic violence leave?

Domestic violence leave forms part of the NES, as a minimum entitlement such as sick leave. Family or domestic violence leave is available in the event that the employee needs leave to do something to deal with the impact of the family and domestic violence and it is impractical for them to do it outside their ordinary hours of work.

Family and domestic violence means violent, threatening, or other abusive behaviour by an employee’s family member that seeks to coerce or control the employee or causes them harm of fear. A family member includes an employee’s spouse or former spouse, de facto partner or former de facto partner, child, parent, grandparent, grandchild, sibling, an employee’s current or former spouse or de facto partner’s child, parent, grandparent, grandchild or sibling, or a person related to the employee according to Aboriginal or Torres Strait Islander kinship rules.   

The particulars

Employees (from dates described) can access 10 days of paid family domestic violence leave. This includes full time, part-time and casual employees.

The leave does not need to be taken all at once and can be taken as single, multiple days or half days if needed and as agreed with their employer.

If an employee takes family and domestic violence leave they need to inform their Manager as soon as possible. Reasons for taking the leave may include:

–       making arrangements for their safety, or safety of a family member (including relocation);

–       attending court hearings, or;

–       accessing police services. 

An employee’s paid leave entitlement is available in full immediately and resets on the employee’s work anniversary. It doesn’t accumulate from year to year.

The above sets out the minimum entitlements, and some employers may provide additional leave or supports for Employees under individual arrangement, contracts, policies or enterprise agreements.

For further advice please don’t hesitate to contact PeopleStart on 1300 134 110

Winning the war on talent for the new generation of employees

Attracting and retaining graduates: Winning the war on talent for the new generation of employees.

In a market where we are seeing a shortage of workers across all industry sectors and a sharp rise in wages, attracting high performing youth and graduate talent is on every employer’s action list.

Competition is high, so it has never been more crucial for employers to understand how to win the war on talent for our Generation Z (Gen Z’s), to understand how these candidates think and what they want, when they have an abundance of choices when it comes to their future employer.

 Attracting Gen Z’s

Gen Z’s were raised in the age of technology and social media. Social media is the first point of connecting a graduate to a company, with 70% of employees looking at online reviews before applying for a role, and 69% of employees only applying for a role if the company has a positive reputation.

Social media is a great tool in highlighting all the benefits of working for a company. Employers should share posts that:

  • Give graduates a glimpse of the working environment by interviewing current employees or giving a virtual tour of the office.
  • Highlight the social community in the company. 2 in 5 graduates believe that a company’s people and culture are the most important factor when considering employment.
  • Highlight the company benefits. 93% of graduate employees agree that an employee benefits program plays a key role in whether they want to work for a company.
  • Showcase the diversity of the work environment. 77% of Gen Z employees agreed that a company’s commitment to diversity would be a deciding factor in choosing a role.
  • Display the company’s flexible working options. Flexibility is a highly favourable aspect among Gen Z employees.

In the early stages of their career our Gen Z’s are more likely to be attracted to workplace experience, learning and social aspects of the workplace, and not just remuneration or flexibility (though this is key too!)

Retaining our Gen Z’s

Creating meaningful tasks and duties is crucial to increase graduate retention. Research has found that meaningful work plays an important role in enhancing employee engagement. To keep graduates engaged employers should invest in:

  • A structured onboarding process which guides and integrates an employee into the company. A strong onboarding process can increase new hire retention by 82% and productivity by over 70%.
  • Providing frequent constructive feedback and setting regular one-on-one catch ups to assess performance.
  • Communicating tasks effectively.
  • Allowing graduates to have more autonomy in managing their own projects.
  • Keeping work tasks interesting by delegating a range of different projects with different work groups.

Gen Z is drawn to personalised career experiences. It is important for employers to show that they are committed to investing in an employee’s career.

 Developing skills

Gen Z value and are motivated towards career progression with 76% agreeing that learning and training is the key to their advancement. Employers need to emphasise their commitment to training and leadership development.

Incorporating a mentorship program can also be a great way to support graduate development. Pairing a graduate with a ‘buddy’ during the onboarding process can:

  • Provide support and encouragement for a graduate in their career and personal development.
  • Enable a line of communication for continuous feedback.
  • Increase a graduate’s confidence and self-awareness.


With the rise of the Gen Z workforce it is important for employers to realign their efforts into ensuring that they understand what these potential candidates want, and are prepared to adjust their strategies to meet the needs of future employees.

Perth based HR Consultants wanted

HR Business Partners | Consultants wanted…….. come work with us


PeopleStart is an innovative HR consultancy, We are the outsourced HR and Recruitment team for a variety of businesses across Perth and Australia

We work largely within the mining, NFP and technology sectors

Our team works together, bouncing ideas and sharing our strengths and workload with each other to provide the best strategies, advice, support and service to our clients.
Since our initial inception we have grown to work with a variety of fantastic clients across Mining, Oil and Gas, Not-For-Profits, Agriculture, Manufacturing, Science and Technology and Engineering to name just a few.

We have exclusively recruited large mine project operations teams, helped technology start-up businesses secure CEO’s, executive or technical staff to get their company off the ground and thriving, and supported a variety of medium business in managing their day to day HR activities and issues, implementing retention plans, performance systems, managing cultural transformation projects, building leadership programs and a number of other strategic HR initiatives. Pretty diverse work!

Due to our continued growth we are looking for HR Consultants to work on an ongoing ad-hoc and contract basis with our Perth team. 

The role will see you working across our diverse client list to:

  • Provide clients with advice regarding relevant legislation such as the Fair Work Act, applicable modern awards, management of performance issues and terminations, and practical solutions for their business needs
  • Providing advice on all HR Policies and procedures and statutory advice ensuring that the equalities commitments of PeopleStart are fully integrated into all advice given
  • Keep up to date with employment legislation and flag any changes that will impact PeopleStart or their client base
  • Providing advice and support on staff disciplinary, dismissal, grievance and appeal issues
  • Coach managers through dealing with workplace issues, helping them to have difficult conversations
  • Support the Directors in managing potential restructures, redundancies, staff transfers, contract amendments, as required
  • Produce HR Management reports as and when required.
  • Provide back-up Recruitment assistance to the Recruitment team during peak periods
  • Benchmarking Salaries for various positions and organsisations
  • Drafting and maintaining HR policies, procedures, handbooks and Position descriptions
  • Contribute to the development and achievement of the wider organisational strategic plan.
  • Create termination letters / documentation or other HR documentation such as probation letters
  • Assist (or develop yourself) strategic HR plans such as providing engagement and retention plans, wellbeing programs, recognition and reward programs or Recruitment attraction strategies
  • Working with the Directors to develop Indigenous Engagement Strategies or Reconciliation Action Plans
  • Creation of employment contracts, tailoring clauses to suit client needs 

To be considered you should have:

  • A minimum 3+ years’ experience in HR generalist role
  • Experience within a variety of sectors, in particular NFP will be highly regarded
  • Held a senior or challenging position and have the confidence to answer client questions, research case studies for tricky termination or workplace grievances, review Awards and conditions and provide accurate advice support and input of the wider team
  • Bachelor’s degree in HR or equivalent years’ experience within the field
  • Strong understanding of the HR challenges facing medium businesses
  • Strong influencing skills and the ability to manage conflicting priorities
  • The ability to develop HR processes and procedures best suited to the business
  • A have a positive, flexible, can-do attitude and willingness to dig in wherever needed
  • Be a confident, self-starter able to use their initiative and work autonomously
  • Strong communication skills and professional presentation
  • The ability to grow and adapt to our business, and the ever changing needs of our clients
  • An aptitude and love of learning in order to stay on top of market trends and best practices

We strive to be the best in the business and all employees and contractors should have a mindset of ‘exceptional’, with a true commitment to providing our clients with the absolute best advice and support in the market.

It is important the person we have is smart, capable, cares about the work they are doing (no matter how big a job or small) and believes in our values of Integrity, Honesty, People, Accountability and Community.

What we can offer you

  • The best clients! We work with some truly inspiring organisations and you’ll be proud to play a part in what they do.
  • True flexibility and work-life balance, choose your own hours / days as suits you
  • An autonomous role supported by a great team culture
  • Diversity of work with ever changing work to do and new projects
  • The opportunity to learn and support a variety of strategic HR areas in a variety of businesses
  • You’ll enjoy managing your own workload and inspiring our clients through your approach and knowledge

If you have any questions please email Rob Gallacher at

R U OK Day 2022

Thursday, the 8th of September is national “R U OK?” Day.


People won’t always tell you when they are struggling. R U OK? Day is a great time to check in with your employees about how they are doing and to offer any support they might need.

Now, even more than ever, people we know might be having a hard time. Do we know how the people in our world are really going? Sometimes it’s hard to tell. Keep reading to find out more about how you can start a conversation and help others.

We have all read enough in recent years to understand the huge impact that mental health has on individuals and the workplace, including increased absenteeism and reduced productivity. Mental health governs all aspects of our life and employers are now expected to take a role in supporting employees.

It is helpful for organisations to embed “R U OK?” and mental health into their calendars as well and the day-to-day conversations, and for managers to be aware of how to respond when someone says “No, I’m not ok.”

R U OK? is a harm prevention charity focused on suicide prevention through building the confidence and motivation of the ‘help-giver’ to enable them to have the skills to be alert of others around them and to facilitate conversations early if they identify signs of stress or difficulty in another person.

R U OK? Offer free resources at which will equip people with the skills and knowledge on how to offer support or help connect someone to appropriate support, long before they’re in crisis.

In relation to employee mental health and wellbeing, PeopleStart recommend encouraging and promoting both “R U OK?” Day and mental health in general. Download some free information, posters and resources and share them with your staff. Set aside some time during meetings or 1-1’s to check up on employees or consider sending email comm’s that create awareness surrounding mental health and what support is available to staff both internally and externally.

Today, tomorrow and every other day we need to ask the people around us “R U OK?”, and if they’re not, make the time to LISTEN, ENCOUARGE ACTION and CHECK IN. Start a conversation which might change someone’s life.

Sexual Harassment – Workplace Obligations

Are you meeting your sexual harassment obligations? Landmark rulings and prosecutions underway…

  • DMIRS looking to prosecute big miners for sexual harassment failures
  • Fair Work delivers ruling that outside of workplace and workhours conduct does matter

With DMIRS looking at prosecuting Rio Tinto, FMG and BHP for failing to report sexual harassment and being dragged through social media mud in recent weeks, it is an unsettling time for many within the industry.

WA Mines Minister Bill Johnston labelled any industry reference to a lack of regulator guidance as an excuse for systemic workplace sexual misconduct an “absolute disgrace”.

As PeopleStart shared last year, there are now proactive requirements for organisations in the prevention of sexual harassment.

In recent weeks our Director Dayna Edwards has been busy running sexual harassment workshops for a variety of clients.

She said “it’s been great to see our junior miners taking this seriously and doing the right thing, communicating with staff about their obligations, expectations and really highlighting how people can make complaints. It’s so important for staff to know that managers and the Exec team are there to support them, and we are so glad to see our clients embracing this…”

A parliamentary inquiry, launched in July revealed glaring underreporting and more than 250 shocking admissions of sexual misconduct. Amid inquiry hearings, DMIRS was blamed for industry reporting failures by several resources giants, including Chevron.

Peak resource sector body the Chamber of Minerals and Energy declared “a lack of clarity on reporting obligations across jurisdictions” within the legislative framework in their inquiry submission and this has rightly slammed by DMIRS.

PeopleStart believe the core issue here is leadership. People will come forward to report problems if they trust their leadership care and will manage issues appropriately. More reports will come when others see reports are managed effectively and issues are taken seriously. Real change will come when this happens.

If you haven’t yet, we highly recommend both from an organisational risk and compliance perspective, and for culture and positive change, that all companies:

  • Check you have a compliant and comprehensive sexual harassment policy
  • Ensure you have a procedure that isn’t prohibitive to people making a complaint, and that managers will find easy to understand and follow if there’s an issue
  • Have a solid induction process that covers off not just reading all company policies, but highlights the company’s commitment to stamping out sexual harassment issues and shows how to make a complaint
  • Run a workshop for the team to show you’re serious and are being proactive in preventing sexual harassment, so people understand what sexual harassment is and what they need to do if they experience or witness it in the workplace

Dayna shares “It’s an important time for miners to right the wrongs of the past and step up to the plate. Especially when making a difference is so easy. Implementing a policy and communicating the requirements and expectations to your office and site team is really simple and inexpensive. It also shows staff that you’re investing them and you actually care”.

It’s also a good time to highlight to staff that conduct outside of the work environment and work hours matters too.

A recent ruling by the Fair Work Commission has shone light on the ambiguous area of conduct outside of work hours when a Mr John Keron was dismissed from his role at Westpac after 35 years of tenure, after an internal investigation found he had inappropriately touched a female employee and verbally abused another employee, at an out of hours social event.

Mr Keron stated the dismissal was unlawful, as it was conduct that occurred outside of work hours in his own time with no connection to his work at Westpac.
However the Commission found Mr Keron was not unfairly dismissed, detailing the incidents had sufficient connection to his employment to be a valid reason for his dismissal.
Employees attending social functions with other employees should be aware of their behaviours and the impact they may have on their employment, particularly if they are only known to each other through the workplace.

If you need any support with sexual harassment policies, workshops or incident advice please don’t hesitate to reach out to us. The PeopleStart team would be delighted to assist.

MANDATORY COVID-19 VACCINES IN WA – What is happening, and what employers need to know.

As you may be aware, the Western Australian Government has recently issued a new mandatory vaccination policy for WA workforces.

The mandate looks at enforcing vaccinations to industries that have been determined essential or high risk. Industries include healthcare and support workers, critical emergency services staff, hotel quarantine staff and resources workers. This is the first group of workforces to be enforced to have the vaccine, and this list will be expanding over the next coming months.

The vaccine mandate is designed to help protect Australians by either preventing or reducing the symptoms of COVID-19 in the person who has received the vaccination.

Just like employers can mandate that employees received flu needles in high-risk industries, the same principles apply to the COVID-19 vaccination.

It is important to note that a vaccinated person may still be an unknowing carrier of the virus. It is significant to continue to apply all control measures to stop the spread of the virus, even when you and your staff have been vaccinated.

WA COVID-19 Quick Stats (as of Mon 6 Dec)

  • Confirmed cases so far: 1,122
  • Recovered: 1,112
  • Deaths: 9
  • WA population aged 12+ fully vaccinated: 78.3 per cent

What industries are affected by the mandate?

Mandatory vaccinations will expand across an estimated 75% of the entire Western Australian workforce. This expansion will be enforced through a phased approach, reaching a broad range of industries and workplaces.

The first group of workforces with enforced vaccination regulations are determined as having high-risk environments. This group includes cross-border freight workers, primary and community health workers, fly-in fly-out (FIFO) workers, onsite regional and mission critical mining/resources sector workers, border and air transport workers, and corrective services.

This group was to have their first dose of the vaccine by 1 December 2021 and are to be fully vaccinated by 31 December 2021.

The second round of industries to be affected by the mandate are deemed as ‘necessary workers’ in the delivery of critical services. This group includes retail, hospitality, childcare, schools, public transport, and building, maintenance, or construction services.

This group is required to have their first dose of the vaccine by 31 December 2021 and are to be fully vaccinated by 31 January 2022.

How does this affect the mining and resources industry?

The mining and resources sector employees approximately 141,000 workers, with an estimation of 60,000 being fly in fly out. These FIFO workers will be required to be fully vaccinated by 1 January 2022.

This public health advice is enforced to protect workers, aboriginal communities, and the wider community.

With the first doses due by 12:01am on December 1, 2021, there have been fears of mass loses in staff who have not been willing to participate. The numbers of workers who have refused have not yet be identified.

What advice is there for employers enforcing the vaccine?

As an employer, it is advised that you speak to your staff to understand their worries and help to answer any concerns they may have. In most cases, refusal can not be accommodated for, therefore compliance to the mandate should be strongly encouraged.

An exemption to the Public Health Order requirement will only be considered if a worker is unable to be vaccinated against COVID-19 for a medical reason.

Who is responsible of ensuring proof of employees’ vaccination?

In industries included in the vaccine mandate, it is the employer’s responsibility to collect proof of each individual worker’s vaccination status. It is important that retaining employee health information is managed in accordance with the Privacy Act.

Employers have the right to refuse entry to the workplace or refuse to allow an employee to commence work if they fail to provide evidence of their vaccinations.

Appropriate proof of vaccination includes:

  • Online Immunisation History Statement
  • COVID-19 digital certificate via the relevant State app
  • COVID-19 digital certificate via the Australian Immunisation Register
  • Medical contraindication certificate.

If you or your company need assistance to achieve compliance with the vaccine mandate, our team at PeopleStart are experts in all things HR, specialising in the mining and resources field.

We also encourage you to sign up to our HR Coronavirus mailing list so we can provide you with any updates regarding employer obligations.

Key Updates – Super Casual Award Increase

Key updates: Casual Conversion Notice by 27 Sept, Award Increases and Super changes from Nov 1

PeopleStart have some key legislative changes, updates and reminders to share with you.

1. Casual Employment Conversion notice required by 27 Sept
2. Award rate increases for Group 2 Award from November 1
3. Casual Employment Conversion Notice – Cut off 27 September (Employers over 15 employees)

1. Casual Employment Conversion Notice – Cut off 27 September (Employers over 15 employees)
Businesses with 15+ employees must make an offer (rather than simply accept a request) to a casual employee for conversion where they are eligible, or inform them in writing of why they aren’t eligible, by 27/09/2021.

Eligibility criteria again is:
• has been employed for 12 months; and
• during the last 6 months, has worked a regular and systematic pattern of hours without significant adjustment.
Note: Employers still have right to reasonably refuse.

If you need a draft notice letter please don’t hesitate to reach out!

2. Award Rate Increases from November 1

Another Reminder – These Award rates increase from November 1

• Aluminium Industry Award 2020
• Animal Care and Veterinary Services Award 2020
• Aquaculture Industry Award 2020
• Architects Award 2020
• Asphalt Industry Award 2020
• Australian Government Industry Award 2016
• Black Coal Mining Industry Award 2010
• Book Industry Award 2020
• Broadcasting, Recorded Entertainment and Cinemas Award 2010
• Building and Construction General On-site Award 2010
• Business Equipment Award 2010
• Car Parking Award 2020
• Cement, Lime and Quarrying Award 2020
• Clerks—Private Sector Award 2010
• Coal Export Terminals Award 2020
• Concrete Products Award 2020
• Contract Call Centres Award 2020
• Cotton Ginning Award 2020
• Dredging Industry Award 2020
• Educational Services (Post-Secondary Education) Award 2020
• Electrical, Electronic and Communications Contracting Award 2010
• Food, Beverage and Tobacco Manufacturing Award 2010
• Gardening and Landscaping Services Award 2020
• Graphic Arts, Printing and Publishing Award 2010
• Higher Education Industry-Academic Staff-Award 2020
• Higher Education Industry-General Staff-Award 2020
• Horticulture Award 2010
• Hydrocarbons Field Geologists Award 2020
• Hydrocarbons Industry (Upstream) Award 2020
• Joinery and Building Trades Award 2010
• Journalists Published Media Award 2010
• Labour Market Assistance Industry Award 2020
• Legal Services Award 2020
• Local Government Industry Award 2020
• Manufacturing and Associated Industries and Occupations Award 2020
• Marine Towage Award 2020
• Maritime Offshore Oil and Gas Award 2020
• Market and Social Research Award 2020
• Meat Industry Award 2020
• Mining Industry Award 2020
• Miscellaneous Award 2020
• Mobile Crane Hiring Award 2010
• Oil Refining and Manufacturing Award 2020
• Passenger Vehicle Transportation Award 2020
• Pastoral Award 2010
• Pest Control Industry Award 2020
• Pharmaceutical Industry Award 2010
• Plumbing and Fire Sprinklers Award 2010
• Port Authorities Award 2020
• Ports, Harbours and Enclosed Water Vessels Award 2020
• Poultry Processing Award 2020
• Premixed Concrete Award 2020
• Professional Diving Industry (Industrial) Award 2020
• Professional Employees Award 2020
• Rail Industry Award 2020
• Real Estate Industry Award 2020
• Road Transport (Long Distance Operations) Award 2020
• Road Transport and Distribution Award 2020
• Salt Industry Award 2010
• Seafood Processing Award 2020
• Seagoing Industry Award 2010
• Security Services Award 2020
• Silviculture Award 2020 MA000040
• Stevedoring Industry Award 2020 MA000053
• Storage Services and Wholesale Award 2020
• Sugar Industry Award 2020
• Supported Employment Services Award 2020
• Surveying Award 2020
• Telecommunications Services Award 2010
• Textile, Clothing, Footwear and Associated Industries Award 2010
• Timber Industry Award 2010
• Transport (Cash in Transit) Award 2020
• Waste Management Award 2020
• Wool Storage, Sampling and Testing Award 2010

Please call PeopleStart for advice on how these changes may affect your organisation.

Please also ensure that any “better off overall” calculation sheets for salaried staff include these new rates.

3. Superannuation Changes from November 1

From November 1 if a new employee doesn’t advise of their superannuation fund upon commencement, an Employer can’t simply put the employee’s super into the Employer’s default fund.

Instead, the onus will now be on the Employer to ‘track down’ an employee’s existing fund.

This means for most businesses – you will need to update the superannuation clause in your employment contract (which often states “if you do not nominate a super fund your superannuation will be paid into a super fund of the Employers choice”

Don’t forget to let payroll know! Please reach out if you would like assistance in altering your employment contracts.

As always, please feel free to call us if you have any questions. We are here to help!

Workforce Diversity

Building a diverse & inclusive workforce

Diversity and inclusion within the workplace are powerful assets in producing a superior workforce. Research has shown that the benefits of diversity enable a workforce to gain increased adaptability, a wider combination of skills and experience, a greater variety of alternative problem-solving techniques, greater levels of trust and social cohesion. Diverse and inclusive workplaces are often characterised by high performance, innovation, greater creativity, and a broader talent pool. These benefits produce greater levels of efficiency and effectiveness, with diverse workforces showing greater profitability.

A diverse workplace is not necessarily synonymous with an inclusive workforce. A workplace can be diverse yet not inclusive. As defined by the Diversity Council of Australia (DCA), diversity is characterised by the human differences between people in relation to a professional and social context. This includes but is not limited to, visible characteristics such as age, body size, visible disabilities, race, or gender and non-observable characteristics such as attitudes, values, beliefs, religion and sexual orientation.

Inclusion refers to the degree to which employees feel like they belong within an organisation. This includes acceptance, fairness and respect amongst colleagues which contributes to a safe and empowering workplace for all. It is fundamental for an organisation to have inclusion in order to maximise diversity.

Building diversity within the workplace comes with a horde of challenges including:

  • Communication differences: cultural and language barriers create ineffective communication which may result in lack of teamwork, low morale, confusion and misdirection.
  • Resistance to change: employees who refuse to accept new social and cultural changes to the workplace inhibit diversity progression.
  • Successful Implementation of diversity workplace policies: A one-size-fits-all approach does not work for all organisations.

To build a diverse and inclusive workplace PeopleStart recommend:

Minimise resistance to change

Minimising employee resistance to change can be managed by having candid conversations with all individuals within the workplace. Communicating the change will raise awareness around the need for diversity and inclusion and will highlight the reality surrounding confronting issues such as discrimination within the workplace. These conversations create an open and safe space for employees to share their perspective, ideas and opinions and gain newer insight. This creates a sense of equal value amongst all employees and will enable a better understanding of what diversity workplace policies may fit in with the organisation.

Diversity training

Diversity training can be an effective tool in improving the cultural knowledge, skills and awareness of employees. Training programs will enable the development of a more effective line of communication and engagement with people from all backgrounds. This will increase the social cohesion of the workplace and minimise confusion and misdirection.

Diversity and inclusion within the workplace are paramount in producing an effective and high performing workforce. It is a beneficial outcome from a business perspective and is also an ethically responsible practice which benefits both employees and the organisation as a whole.


Article by:

Thérèse Lazaroo
HR Advisor
PeopleStart Human Resources

Navigating a hybrid workplace

Manage and prioritise employee wellbeing in the modern work environment

The COVID-19 pandemic has seen a spike in concerns regarding the mental health and wellbeing of employees. These challenges were heightened by the rise of the hybrid workplace model which combined remote and in-office work, making it increasingly difficult for employers to navigate around the mental health and wellbeing needs of their employees.

As the changing future of work post-COVID-19 will see a rise in the hybrid work setting, employers will need to gain a better understanding of how to support the mental health and wellbeing needs of their workforce. PeopleStart recommend:

Mental Health

A workforce divided between the office and home setting poses a significant challenge for employers to manage. Assessing employee mental health and wellbeing needs becomes progressively difficult and it is therefore crucial to familiarise yourself with the signs that can help you identify when someone may be needing your help and support. Common signs can include antisocial behaviour, lack of motivation, decrease in engagement and productivity, and feelings of anxiousness or fatigue.

It is up to employers to ensure that they are doing everything possible to support their team and assure that their mental health and wellbeing are maintained.

Being compassionate and understanding

Adjusting to the changing work environment of a remote work setting can be a challenge for many people. This requires an additional level of compassion and understanding towards each individual employee, taking into consideration their unique and personal circumstances.

Fostering this line of communication with employees is important as it creates a two-way dialogue where employees are given the opportunity to voice their concerns. This visible support from employers creates a safe space for employees and gives employers a further insight as to what support the employee may need.

Fostering connectedness through technology

With the rise of the hybrid workplace, digital forms of communication have never been more important to ensure that all employees feel connected and included despite being divided. Creating a sense of unity amongst the hybrid work team and ensuring that employees know they are being valued is an important consideration that employers have to make.

Using technology to connect with employees can foster this sense of togetherness. Holding virtual social events such as formal team meetings, informal team checkups or fun interactive activities can be a way to increase employee engagement and communication to further strengthen the connection of the hybrid team.

These virtual social interactions can also be an opportunity to reinforce your company values and recognise team or individual efforts and achievements.

PODCAST: How meeting technology is changing for the hybrid workplace

Wellbeing programs

The mental health and wellbeing of employees should remain a primary concern for employers. It is therefore critical to ensure that an employee wellness plan is structured to ensure that adequate support is available for all employees. Programs such as Workplace Mental Health Workshops, Meditation / Mindfulness Classes, Corporate Fitness Classes, Coaching and other wellness programs allow employees to have access to resources that are targeted at improving their physical, mental and emotional wellbeing.

Encourage a positive work-life balance

For employees working from a remote setting, it can be challenging to maintain a positive work-life balance as their living and working spaces have become intertwined. It then becomes essential to ensure that employees have a clear distinction between working and non-working hours, allowing them the time to switch off and relax at the end of the day. Encouraging regular breaks can increase mental wellbeing and decrease the chance of employee burnout.

The mental health and wellbeing of people is extremely important. Making sure that it stays a priority in an increasingly hybrid workforce is even more crucial.

Article by:

Thérèse Lazaroo
HR Advisor
PeopleStart Human Resources

Fair Work Casual Employment changes – everything you need to know!

There have been some massive changes in the casual employment landscape, and we are very pleased to keep you all informed.

What you need to know in a snapshot

  • Finally… a new definition for casuals – hooray!
  • Small businesses (under 15 employees) don’t need to offer casuals the right to convert to permanent employment, but employees can still request it.
  • Businesses (15+ employees) must make an offer (rather than simply accept a request) to an employee for conversion where they are eligible, or inform them in writing of why they aren’t eligible, by 27/09/2021. Employers still have right to reasonably refuse.
  • Rather than the standard “Fair Work Statement” that employers are required to give new employees, there is a new “Fair Work Casual Employment Statement” that you will need to provide (we’ve included it for you)


The Federal Government’s proposed Fair Work Amendment (Supporting Australia’s Jobs and Economic Recovery) Bill 2020 (the Bill) has now passed both houses of Parliament in a revised and significantly reduced form.

The country breathes a collective sigh of relief with the end of what has been a very problematic feature of the industrial relations area for the past several years, by defining what is a true casual employee and negating (or significantly reducing) the threat of casual employees attempting to ‘double dip’ on annual leave and other entitlements which we saw in several high-profile cases.

We would like to bring 4 main changes to your attention:

  1. The Bill introduced a definition of casual employment into the Fair Work Act 2009 (Cth) (FW Act) for the first time, being, if a person is:
  • offered employment without a “firm advanced commitment to continuing and indefinite work”; and
  • the person accepts that offer,
  • then the person is a casual employee regardless of any changes in the employment relationship.

That is, the assessment of whether a person is a casual occurs on the basis of the offer of employment, not on the basis of any subsequent conduct of the parties.

Simple. Can we get a hallelujah!!

When determining whether a firm advance commitment to continuing and indefinite work exists, the Bill requires a Court to have regard to only the following considerations:

  • whether the employer can elect to offer work and whether the person can elect to accept or reject work;
  • whether the person will work as required according to the needs of the employer;
  • whether the employment is described as casual employment; and
  • whether the person will be entitled to a casual loading or a specific rate of pay for casual employees under the terms of the offer or a fair work instrument.
  1. The Bill confers a statutory right on long term casual employees to request conversion to permanent employment.

The second key aspect of the Bill is the inclusion of a casual conversion mechanism.  Employers must offer to convert a casual employee to permanent employment if the employee:

  • has been employed for 12 months; and
  • during the last 6 months, has worked a regular and systematic pattern of hours without significant adjustment.

The offer must be to convert to either full-time employment (where the casual has worked the equivalent of full-time hours) or part-time employment consistent with the casual’s regular pattern of hours (where the casual has worked the equivalent of part-time hours).

However, employers are not obliged to make an offer if there are “reasonable business grounds” to not make the offer. Such grounds must be known or reasonably foreseeable at the time of declining to make the offer.

The Bill defines reasonable business grounds to include:

  • where the conversion would require a significant adjustment to the employee’s hours of work in order for the employee to be employed permanently;
  • where the employee’s position will cease to exist in the 12 months after the conversion right arises;
  • where the hours of work which the employee is required to perform will be significantly reduced in the 12 months after the conversion right arises; and
  • if there will be a significant change in either the days or times on which the employee’s hours of work are required to be performed in the 12 months after the conversion right arises.

Where an employer determines not to make an offer of conversion, they must give notice of the decision to employees within 21 days of when the right to be offered conversion arose. If an employer fails to give this notice, the employee retains a residual right to request conversion at a later date.

Please note that these casual conversion provisions go further than the existing Award regime of provisions. This is because the existing Award regime entitles employees to request conversion. Under the amended Act, employers have an obligation to offer conversion regardless of any employee request. That is, there is a new proactive obligation on employers.

Casual conversion does not apply to small business employers.

Following substantial contests and lobbying by business and unions last week, the Bill has been amended to confirm that casual conversion rights do not apply to employees of small business employers. That is, employers with a head count of less than 15 employees.

Conversion right can be lost

The Bill makes clear that, where an employee refuses an offer to convert, they no longer hold a right to request conversion at a later date.

Equally, where an employer has determined that there a reasonable business grounds to not make an offer of casual conversion and notifies the employee in accordance with the provisions of the Bill, then the employees also cease to hold a right to request conversion at a later date.

  1. New Casual Employment Information Statement

The Bill requires the Fair Work Ombudsman to create a new Casual Employment Information Statement that is to be provided to each casual employee when they start employment with their employer.

You can download that here

This Statement must supplement the Fair Work Information Statement that employers already need to provide employees.

  1. Casual loading offset created.

Importantly, the Bill also deals with historical problems that have been created where employers misclassify employees as casuals and fail to accrue leave entitlements for these employees.

Where an employee is found to have been incorrectly engaged as a casual (that is, they are at law a permanent employee), the Bill creates an express right for employers to offset any leave entitlements owed to the employee against the casual loading that is often paid to the casual employees.

In order to have the benefit of this offset arrangement, the loading paid must have had components that can be identified as being paid to the employee instead of one or more leave entitlements.

What next?

This is a great time for employers to better consider the working arrangements of staff, and to introduce processes to track and deal with casual conversion to ensure compliance with legislation.

PeopleStart are offering this service to our client so if you would like any further information please don’t hesitate to ask.

We hope this information has helped!

Award wage review increase 1 November 2020

Reminder: Minimum Award wage increase 1 November 2020 for Group 2 awards

On 19 June 2020, the Full Bench of the Fair Work Commission (‘Commission’) handed down its annual wage review decision. As a reminder these were:

  • Minimum wages in modern awards will be increased by 1.75% from the start of the first full pay period on 1 July 2020 for Group 1 Awards.
  • Minimum wages in modern awards will be increased by 1.75% from the start of 1 November 2020 for Group 2 Awards (see list below).
  • Minimum wages in modern awards will be increased by 1.75% from the start of 1 February 2021 for Group 3 Awards.

Group 2 Awards increasing minimum wage from November 1st are:

  • Aluminium Industry Award 2020
  • Animal Care and Veterinary Services Award 2020
  • Aquaculture Industry Award 2020
  • Architects Award 2020
  • Asphalt Industry Award 2020
  • Australian Government Industry Award 2016
  • Black Coal Mining Industry Award 2010
  • Book Industry Award 2020
  • Broadcasting, Recorded Entertainment and Cinemas Award 2010
  • Building and Construction General On-site Award 2010
  • Business Equipment Award 2010
  • Car Parking Award 2020
  • Cement, Lime and Quarrying Award 2020
  • Clerks—Private Sector Award 2010
  • Coal Export Terminals Award 2020
  • Concrete Products Award 2020
  • Contract Call Centres Award 2020
  • Cotton Ginning Award 2020
  • Dredging Industry Award 2020
  • Educational Services (Post-Secondary Education) Award 2020
  • Electrical, Electronic and Communications Contracting Award 2010
  • Food, Beverage and Tobacco Manufacturing Award 2010
  • Gardening and Landscaping Services Award 2020
  • Graphic Arts, Printing and Publishing Award 2010
  • Higher Education Industry-Academic Staff-Award 2020
  • Higher Education Industry-General Staff-Award 2020
  • Horticulture Award 2010
  • Hydrocarbons Field Geologists Award 2020
  • Hydrocarbons Industry (Upstream) Award 2020
  • Joinery and Building Trades Award 2010
  • Journalists Published Media Award 2010
  • Labour Market Assistance Industry Award 2020
  • Legal Services Award 2020
  • Local Government Industry Award 2020
  • Manufacturing and Associated Industries and Occupations Award 2020
  • Marine Towage Award 2020
  • Maritime Offshore Oil and Gas Award 2020
  • Market and Social Research Award 2020
  • Meat Industry Award 2020
  • Mining Industry Award 2020
  • Miscellaneous Award 2020
  • Mobile Crane Hiring Award 2010
  • Oil Refining and Manufacturing Award 2020
  • Passenger Vehicle Transportation Award 2020
  • Pastoral Award 2010
  • Pest Control Industry Award 2020
  • Pharmaceutical Industry Award 2010
  • Plumbing and Fire Sprinklers Award 2010
  • Port Authorities Award 2020
  • Ports, Harbours and Enclosed Water Vessels Award 2020
  • Poultry Processing Award 2020
  • Premixed Concrete Award 2020
  • Professional Diving Industry (Industrial) Award 2020
  • Professional Employees Award 2020
  • Rail Industry Award 2020
  • Real Estate Industry Award 2020
  • Road Transport (Long Distance Operations) Award 2020
  • Road Transport and Distribution Award 2020
  • Salt Industry Award 2010
  • Seafood Processing Award 2020
  • Seagoing Industry Award 2010
  • Security Services Award 2020
  • Silviculture Award 2020 MA000040
  • Stevedoring Industry Award 2020 MA000053
  • Storage Services and Wholesale Award 2020
  • Sugar Industry Award 2020
  • Supported Employment Services Award 2020
  • Surveying Award 2020
  • Telecommunications Services Award 2010
  • Textile, Clothing, Footwear and Associated Industries Award 2010
  • Timber Industry Award 2010
  • Transport (Cash in Transit) Award 2020
  • Waste Management Award 2020
  • Wool Storage, Sampling and Testing Award 2010


Please call PeopleStart for advice on how these changes may affect your organisation.

Please also ensure that any “better off overall” calculation sheets for salaried staff include these new rates.

For help please don’t hesitate to reach out to your PeopleStart Account Manager or our Director Dayna Edwards on 0438 927 019 or